February 2002 Volume 83 Number 2
"serving the protectors"
| February 2002 Volume 83 Number 2 "serving the protectors" |
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| By Mark Carroll, PASA Assistant Secretary |
Career progression
Police Association delegates, committee and staff have set some noble goals to achieve over the next few years. This is particularly so with regard to career opportunities. Our workforce continues to change. The needs of the workforce mirror this change. The association has committed itself to pursue industrial outcomes reflective of the needs of the men and women who serve in the police occupation. Areas to be pursued include career progression, flexible working arrangements, family-oriented policies, superannuation benefits and length of service.
The issue of career progression will necessitate a review of the current rank structure and remuneration model in an effort to break the nexus between rank and salary or, alternatively, provide more promotional opportunities within existing structures. Many of you would have heard this before. It will not be easy to achieve. It will require much goodwill between the parties or, alternatively, an unwavering stance by association members to deliver such an outcome.
The absolute need for breaking the nexus between rank and salary was never more evident than in issue number one of the South Australia Police Gazette, (Anticipated Vacancies, January 9, 2002).
A vacancy exists at the rank of senior sergeant in the Commissioner’s Service, Executive Support Branch as sport co-ordinator. I have no doubt the position is warranted, and congratulations to the successful applicant. I just could not help but think about so many core-duties police who will never reach the rank of senior sergeant in their chosen fields.
Think of the long-serving patrol officers – patrol sergeants and senior constables – who will retire on superannuation benefits less than the sports co-ordinator because they choose to specialize in core police duties. Think about detectives who have investigated serious crimes and criminals, spent years in courts being cross-examined and shared families’ tragedies and grief over a murdered son, daughter, mother or father.
These working-class heroes won’t retire on senior sergeant pensions in their field of choice. It seems odd that experienced police in front-line core roles have to transfer out of those roles to seek promotion. Promotion, after all, remains the best form of pay rise as it affects all benefits, especially one’s pension. It is disturbing to think that experienced police cannot remain in their field of choice and increase their superannuation. Leaving their field of choice and expertise must impact on service delivery.
Police recruitment is a significant cost. It then follows that retention of those police officers makes budgetary sense. If men are leaving after 12 years and women after seven, have the costs associated with training and development been recouped in that time, or lost? Is retention a goal for SAPOL?
No doubt the sport co-ordinator will have corporate responsibilities, especially with the World Police and Fire Games in Adelaide in 2007. The classification of this role would be dependent upon such corporate responsibility. It is not my intention to diminish the importance of such a role in SAPOL. However, I have been to a number of farewells where many core-duties police have retired as senior constables. There is an absolute need for these people to be recognized financially for their contribution to society.
Staffing – where are they now?
The association recently highlighted publicly the staffing situation at Mannum police station. A relief officer was consequently placed at Mannum while another business case about a permanent solution is prepared. Mannum is not the only area faced with staffing problems. The association is concerned at staffing levels at Prosecution Services, Parks patrols, Peterborough police station, and the Yorke Peninsula – just to name a few.
We ask ourselves where the extra staff – recruited over the last 18 months – are going? Is the local-service-area structure so labour-intensive that the return to 1993 staffing levels has made little difference? It is a fact that the association publicly highlighted members’ concerns about staffing and that the government responded by recruiting against natural attrition and employing an extra 200-plus police.
SAPOL has committed to relieving pools for north and south operations to assist in long-term absences. However, it is the managerial prerogative of the Commissioner to place resources as he sees fit. Anecdotal reports from members suggest that patrols are suffering due to secondments to tactical teams, and areas such as prosecution cannot attract sufficient staff.
I encourage members to document staffing concerns for their officers-in-charge. There is a duty-of-care obligation on the employer. Management must be given the opportunity to respond to staffing difficulties – so let them know about your concerns.
Document staffing concerns in forums such as workplace consultative committee minutes, occupational health safety and welfare committee minutes, or hazard identification reports. If management does not respond, then utilise your association.
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